Often the most talked-about generation in the workplace, Gen Z professionals, known for being tech-savvy, connected, entrepreneurial, and socially conscious, are hitting a frustrating wall. They’re not being promoted. Often told they are too young to carry out a role responsibly.

Research reveals a striking mismatch between Gen Z’s expectations and their reality. According to a survey, 70% of Gen Z workers believe they should be promoted within 18 months of starting a job, and 77% expect it within a year.

More than 90% of workers under 25 say they’ve faced negative treatment at work due to their age in the UK, with nearly 70% saying they’ve missed out on career growth for the same reason. And it’s not just promotions—they’re also being left out of mentorship, stretch projects, and leadership development programs.

A Gitnux report shows that 74% of Gen Z say mentorship is critical to their career success, 86% prioritize growth over salary, and most say they aren’t getting either.

The problem isn’t Gen Z’s ambition. Despite reshaping the dynamics of the modern workplace and numerous studies showing that Gen Z workers are highly value-driven, fast learners, and often outperform expectations when given autonomy and purpose, managers still describe Gen Z workers as “not ready,” “too sensitive,” or “lacking work ethic.”

Most organizations overlook that not promoting Gen Z can also damage a company’s growth and culture.

“A lack of advancement often leads to disengagement, with many younger professionals expressing frustration or withdrawing quietly from active participation, what we commonly call quiet quitting,” says Vijay Gandhi, Regional Director at Korn Ferry.

He adds: “Without a clear path forward, attrition increases among those who highly value rapid progression and feedback-driven development.”

According to Korn Ferry, a significant portion of Gen Z in the UAE feels undervalued at work, with 60% saying they’re overlooked for training and 56% believing they’re passed up for senior roles due to age. This highlights a growing perception of age-related bias.

Many companies haven’t adapted their leadership pipelines to recognize talent in younger employees who don’t conform to traditional “professionalism” norms.

Brushing off Gen Z promotions as a secondary issue is wrong. Lucy D’abo, CEO of Together, cautions that data indicates Gen Z will be the most significant part of the workforce as soon as 2034. “Think about that for a minute. In less than 10 years, the very group of the workforce currently being overlooked and underdeveloped will be the majority of our workforce,” she says.

She cautions that Gen Z will quickly disengage without upward mobility, fueling even higher job-hopping rates (40% having held 3 or more jobs already).

TOO MUCH AT STAKE

“The consequences of this are serious. Disconnection, lack of skills development, and loss of future leaders are all indicators of a toxic workplace culture,” D’abo adds.

“We should also remind ourselves that Gen Z brings digital fluency and innovation to organizations; ignoring them is robbing companies of emerging talent and competitive advantage.”

If employers want to retain this generation, they’ll need to rethink and act on it.

THE REPUTATIONAL RISK 

As Gen Z continues to enter the workforce in growing numbers, the pressure on organizations to evolve their work cultures is mounting. This generation brings high expectations—not just for career growth but also for transparency, equity, and authentic leadership. Companies that fail to meet these expectations risk not just disengagement but also their reputation.

“There’s also reputational risk. Gen Z is vocal, especially on social platforms, and internal practices that don’t support inclusion or career mobility can quickly reflect externally, impacting employer branding,” says Gandhi.

Gen Z employees in the UAE and Saudi Arabia often feel underutilized and disconnected from their organization’s broader goals. “They report feeling less engaged and unclear about how their work contributes to the bigger picture,” Gandhi says. This points to a critical mindset shift: companies must move beyond one-size-fits-all approaches and tailor communication, onboarding, and development strategies to ensure younger talent feels seen, supported, and empowered.

When it comes to retention, Gandhi highlights three key drivers: “Career development, fair and transparent pay, and benefits that reflect real, personal needs.” In the UAE, work-life balance and benefits that align with personal goals are essential. Across both markets, motivation and loyalty increase when there’s a visible link between performance and reward. “To retain Gen Z talent,” Gandhi says, “organizations must make them feel invested in, enabled, and genuinely included in the company’s future.”

BEING LEFT BEHIND

Companies that fail to invest in the growth of their youngest talent may soon be left behind in culture and competitiveness.

“Overlooking Gen Z means missing out on fresh perspectives and stifling potential innovation,” Gandhi adds.

Ultimately, the failure to promote fairly doesn’t just stall individual careers—it breeds widespread distrust in evaluation systems across the organization. As D’Abo notes, 67% of the workforce believes that current performance review processes are fundamentally unfair. This perception erodes engagement and drives attrition.

Employees aren’t leaving because they lack ambition—they’re leaving because they don’t see a future. To retain Gen Z and win the broader talent battle, D’Abo says there is a need to promote early, invest in development, and create an intentional workplace culture anchored in fairness.

“The most compelling advantage today,” she adds, “is to develop a realigned employee experience journey—one that supports financial wellbeing, includes professional growth, fosters trust through fair evaluation, and embraces flexibility.” When companies get that mix right, they don’t just hold onto their people—they build lasting loyalty, even when compensation can’t fully keep pace with inflation or market churn.